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Managing Large-Scale IT Projects: The Case of National Air Traffic Services' New En Route Centre at Swanwick

Lookup NU author(s): Dr Audley Genus


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UK experience with implementation of high-profile IT projects has been rather unhappy, with projects tending to be severely delayed, to operate poorly and to be prone to escalating costs. There is therefore a need to understand better and to improve the management of such investments. This paper adopts a synthetic approach to analysing large-scale IT projects, drawing upon research on managing inflexible technology, project management and information technology implementation. The paper combines findings from these literatures to produce a detailed set of factors that are known to adversely affect ambitious software and other large-scale development projects. It employs a case study of software development at National Air Traffic Services' NERC project at Swanwick potentially to illustrate these. The paper finds that experience at Swanwick does indeed mirror many of the pitfalls predicted but also that the synthesis of approaches attempted enhances our understanding of the difficulties involved in managing large-scale IT projects perhaps rather better than univocal approaches.

Publication metadata

Author(s): Genus A, Rigakis A, Dickson K

Publication type: Article

Publication status: Published

Journal: Technology Analysis and Strategic Management

Year: 2003

Volume: 15

Issue: 4

Pages: 491-503

ISSN (print): 0953-7325

ISSN (electronic): 1465-3990

Publisher: Routledge


DOI: 10.1080/095373203000136060


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